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Journal ArticleDOI

Immediate Survival or Long-term Growth? The Case of an Indian Organization:

27 Jun 2017-Vol. 42, Iss: 2, pp 122-124

TL;DR: In this article, the authors describe how a state government-owned enterprise in India deteriorated from glory to survival at stake, and a crisis team was set up by the government to revive the company.

AbstractThe case describes how a state government-owned enterprise in India deteriorated from glory to survival at stake. The company, a monopoly market leader once, faced stiff competition in the post-globalization era. Mismanagement, unhealthy work culture, disruptive union activities, outdated product and technology, and a strong inertia towards change resulted in exorbitant loss leading to questions on its sustainability. A crisis team was set up by the government to revive the company. The team faced a dilemma about whether to focus on short-term survival strategies or on long-term growth due to scarcity of funds in designing the turnaround blueprint.

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TL;DR: In this article, a composite four-stage model is proposed to describe the dynamics of turnaround and provides a basis for the development of a theory on which to draw further, by categorizing the elements of turnaround as three critical requirements: incidents, events, and concepts.
Abstract: In strategic management, an impressive body of literature on turnaround has accumulated over the last three decades; however, the topic remains largely idiosyncratic and open-ended. Based mainly on the tenets of the life-cycle family of process theory, this paper presents a composite four-stage model that unfolds the dynamics of turnaround and provides a basis for the development of a theory on which to draw further. By categorizing the elements of turnaround as three critical requirements–incidents, events, and concepts–the model explains how the elements germane to each stage, when combined, facilitate the progression from a crippling deterioration in performance to an enduring success or to an eventual death. An analysis of the turnaround of Chrysler Corporation provides preliminary support for the model. The model's implications for theory, research, and practice are also given. Resume Au cours des trois dernieres decennies, un nombre impressionant d'etudes portant sur le redressement des entreprises ont ete menees en gestion strategique. Toutefois, ces etudes demeurent dans l'ensemble tres subjectives et manquent un encadrement methodique tres rigoureux. La presente etude, en prenant pour base certains postulats de la theorie du processus de la famille du cycle de vie, propose un modele a quatre etapes pour analyser le processus de redressement d'entreprise. Ce modele pose les premiers jalons d'une theorie qui peut faire l'objet d'etudes ulterieures plus approfondies. En definissant les trois etapes constitutives d'un redressement, a savoir les incidents, les evenements, et les concepts, notre modele explique comment les elements propres a chaque etape, une fois combines, facilitent le passage d'une performance mediocre a un succes stable, ou a une mort eventuelle de l'entreprise. L'etude du redressement de la compagnie Chrysler constitue l'illustration preliminaire du modele. Enfin, nous discutons l'apport possible du modele pour la theorie, la recherche et la mise en pratique des redressements d'entreprise.

102 citations


"Immediate Survival or Long-term Gro..." refers background in this paper

  • ...AEML appears to be in stage two of the turnaround process (Chowdhury, 2002), that is, response initiation....

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